Government Elearning! Magazine

FALL 2015

Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.

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Page 43 of 52

Government Elearning! Fall 2015 43 IN THE REAL WORLD When AT&T's Aio Wireless merged with Cricket Wireless in March of 2014, the new company wanted to provide its learn- ers a consumer-like experience. "With 20,000 employees, contractors and merger-related personnel in the mix, there was a plethora of Cricket communication needs, ranging from corporate updates to sales promotions to breaking news on net- work outages," observes Gilley. "Cricket real- ized that email was not going to cut it. Te company needed a communication tool that allowed it to touch employees in real time, while encouraging and supporting employee participation as well." Enter Tribe Social. "We rapidly got this large audience up and running on Tribe, and users immedi- ately found the tool familiar, like the other social networking tools they use everyday," notes Ramsey. "As a result, teams were communicating instantly, engaged, shar- ing merger-related information and even crowd-sourcing support issues. Te new tool played a crucial role in what would prove to be a very successful merger." AdvancePierre Foods is a $1.5 billion food processing company and the No.1 maker of sandwiches in the U.S. Leveraging Intellum's Exceed LMS and Tribe Social, AdvancePierre conceptualized a theme for its overarching learning environment that cleverly played of the company's position in the food processing and manufacturing industry. Tey call it "Te Learning Café." Imagine a café chalkboard menu, divided into two main sections: Entrées and Á La Carte. Tis is the visual AdvancePierre as- sociates encounter when they log into the learning environment. Mimicking the café menu, entrées include leadership courses, foundational courses on things every Ad- vancePierre employee should know, elec- tive courses and "monthly specials," which allow the company to push out time-sen- sitive and relevant content. Te Á La Carte portion of the menu leads to the entire Ad- vancePierre training library and personal development resources. It also includes the Virtual Cofee Break, "which allows the company to create a dialogue where associ- ates can discuss courses they've taken or articles and books they've read," says Gilley. "In a way, it becomes a more modern ver- sion of the proverbial ofce water cooler." Waffle House, known for "Good Food Fast," may soon be known for "Bite- sized Content Quickly." Like many other companies, Waffle House recently be- gan moving toward shorter segments of content throughout its learning environ- ment. One goal was to find a way to de- liver bite-sized videos that better aligned with how its employees create and con- sume certain types of information in their personal lives. While the Exceed LMS seamlessly han- dles a wide variety of training and learning video, the team leveraged Reels, its pri- vate YouTube-like video platform, to help Wafe House open up the way this specifc content is created and shared. "Imagine that a location's freezer, or 'chiller,' suddenly goes down," says Gilley. "A Wafe House maintenance expert can go to that restaurant, shoot a two-minute video on his mobile device detailing how to reset a chiller, and upload the video to Reels. In the future, if a chiller in another restaurant goes out, other Wafe House maintenance team members can open Reels, search for 'chiller' and have immedi- ate access to that same video." Waffle House employees have created more than 1,000 videos inside their Reels environment since the launch of the tool — and it has been a huge collaborative success. "This is no different from how we create and share video in our personal lives," says Ramsey. "But the traditional learning systems are top down and do not allow the actual users to create and share content. So all of the knowledge that resides in your employees remains locked up. You should be striving to de- velop a culture and secure the tools that allow your users to create and share this incredibly valuable knowledge." FROM SWOLLEN TO SKINNY Today, many learning ecosystems are closed; managed by a traditional LMS and linked to an HRIS system of record. So how does the learning leader attempt to move to an "app for that" environment without dis- rupting the underlying enterprise systems? "We started thinking about this fve years ago and noticed that the tendency of enterprise apps, even our own, is to get into a features arms race," says Ramsey. "Bloated and monolithic seems to be the natural progression in the enterprise space. To fx that, we built a platform that would allow us to add features without adding bloat. Social, for example, is a stand-alone app for us. "We can then leverage the platform to cre- ate a single sign-on experience that is similar to Facebook Connect or Google Login. Tis allows users to access all the applications with one login. Te apps all work together, utilizing each other's functionality and data. Tis approach provides the same benefts touted by more traditional, all-in-one enter- prise solutions without all the bloat." For example: >> You could have your CRM recommend- ed courses in your LMS. >> You could have your LMS announce the addition of a new course in your social tool. >> You could have your social activities fed into your performance tool as part of an engagement score. "When smaller, more consumer-like enterprise apps are really working to- gether, you can even choose which apps work best for you, like we do with apps on our phones," says Ramsey. "It re- moves the necessity of locking yourself into a single provider. That's consumer- izing the enterprise." Learning tools should be as powerful, enjoyable and easy-to-use as the consumer applications we rely on every day.

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